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CHANGE

MANAGEMENT MGMT 3065 (MS 32D)

Mona School of Business and Management

Facilitator: Howard R. Henry

Week 10 – Implementation

Weeks 10 & 11 Questions

• What Change Models should be considered when

confronted with the need for Change?

• What are the considerations for choosing a model and

strategy for implementing Change?

• How do you manage organisational transitions using the

Kurt Lewin or William Bridges Approaches?

Change Management Quotes

“Every status quo is just a temporary way until a better way

to do things has been discovered.” - William Bridges

“It is not the strongest of the species that survive, nor the

most intelligent, but the one most responsive to change.” - Charles Darwin

“We now accept the fact that learning is a lifelong process

of keeping abreast of change. And the most pressing task

is to teach people how to learn.” – Peter Drucker

Models & Approaches to Org Change

PLANNED CHANGE (Bullock and Batton (1985))

Four-step approach

• Change can be defined and executed in a planned way

• Project Management approach used to simplify and structure the change process.

1. Exploration – verifying the need for change and acquiring specific resources (expertise) necessary for the change to proceed

2. Planning – key decision makers/experts devise the plan

3. Action – Executed per plan. Fine-tune if necessary

4. Integration – initiated after change plan is actioned


KOTTER EIGHT STEP MODEL (1995)

8 key lessons highlighting the “need for change” and

emphasizing communication

1. Sense of Urgency – Examine current competitive realities and create a vision

around future potential scenarios (increasing the „felt-need for change)

2. Powerful guiding coalition – powerful group to work together

3. Vision – build vision and design strategies and tactics

4. Communicate the Vision – communicate, communicate , communicate

5. Empowerment – flexibility....remove obstacles (systems, structures)

6. Short-term wins – Highlight visible improvements (public recognition)

7. Consolidate Improvement and Continue – Implement rewards for

successful improvements. Challenge the team; give new projects

8. Institutionalize new approaches – Highlight successes from the change


McKinsey Seven S Framework

• Seven elements which must be aligned for organizational success

and must be consistent for any successful change process

• Hard Elements (Strategy, Structure, Systems)

• Soft Elements (Shared Values, Style, Staff, Skills)

William Bridges, Managing the Transition (1991)

• Focuses on what goes on during transition and how the process

can be managed more effectively.

• 3 phases of Transition

• Ending

• Neutral Zone

• New Beginning


Colin Carnall, Change Management Model (1990)

• Effective management of change depends on the level of

management skill in the areas of:

• managing transitions effectively

• dealing with organizational cultures; and

• managing organizational politics

Senge et al: Systemic Model

• Sustainable change requires defeating the balancing processes or

forces of homeostasis which will seek to preserve the status quo.

• Start small

• Grow steadily

• Don’t plan the whole thing

• Expect challenges – wont be smooth!

Kurt Lewin „3 Step‟ Model

1. UNFREEZE the current state of affairs (current

equilibrium)

2. CHANGE – moving to a new state through participation

and involvement

3. REFREEZE - Institutionalize the new system (of the

desired state) so that people might not revert back to

the old ways

Change Implementation

• Moves the organisation from its current state (i.e. poor

customer service) to a desired future state (i.e. excellent

customer service)

• Ensures the functioning of the organisation in its future

state and meets stakeholders‟ expectations (works as

planned)

• Ensures the transition is accomplished without undue cost

to the organisation and its members

Change Implementation – What Model?

• All change approaches must be tailored to the needs of

the situation (scale of change, acceptance of change,

leadership style)

• No single path to successful change implementation holds

in all situations.

• Communication needs to be context-specific if it is to

challenge embedded cultural and structural norms

Phases of Change

1. Capture people‟s attention (eg gaps in performance)

2. Capture their intentions (create a readiness for change

– inspire, provide goals, VISION)

3. Gain the commitment of those involved (education,

rewards, learning new skills)

Unfreezing the Status Quo – K. Lewin

• Unfreezing is the first of Lewin's change transition stages, where people are taken from a state of being unready to change to being ready and willing to make the first step

• Unraveling the equilibrium usually requires Push methods to get them moving, after which Pull methods can be used to keep them going

• The term 'change ready' is often used to describe people who are unfrozen and ready to take the next step.

• Some people come ready for change whilst others take a long time to let go of their comfortable current realities

Unfreezing Techniques

Burning Platform

• Show how staying where you are is not an option, and that doing nothing will result in disaster.

• Look for a crisis that you can highlight.

• Engineer your own crisis that forces change.

Challenge

• Stimulate people into change by challenging them to achieve something remarkable.

• Show confidence in their ability to get out of their comfort zone

• Encourage the creation of stretch goals

Unfreezing Techniques

Command

• Tell people what is going to happen.

• No input needed

• Necessary when urgency is critical

• Expect resistance, backlash.

Evidence

• Find evidence that supports the need for change

• Cold, hard evidence is a good way of changing minds

• For e.g., get customer feedback about product quality

Other Unfreezing Techniques Destabilizing – create instability and discomfort. Force the desire for change by

disturbing the comfort zone (safety, control, certainty)

Education – Teach people about the need for change. Show them how the future state

will be better than the status quo.

Management by Objectives (MBO) Set formal objectives for people, but do

not tell them how they have to achieve this. Use the “what” & “how” method

Restructuring - Reorganize. Change the shape of the organization in ways that force

behavioral change

Goals Setting Goals - use the organizational goal-setting process to motivate

people to change

Vision - Create a motivating vision of the future

Transition (K. Lewin)

• Change is a journey, not a simple step

• Transitioning thus requires time.

• Leadership is important during transition

• Coaching, counseling or other psychological support is

often necessary and helpful

• The hardest part is to actually start

Transition Techniques (K. Lewin)

Boiling the Frog

• Make the changes very quietly and slowly without telling anyone, so

each small change is hardly noticeable

• People notice change largely through contrast.

• Change in a number small moves. Fly the changes under the radar

Command

• Tell people what to do.

• No negotiation. Forced March strategy

• Necessary when urgency is critical or risk of sabotage.

• For e.g. a sales person is summarily moved to another region, selling

different products


Re-education

• When making a change that requires different skills, provide

education that ensures people have the skills and knowledge they

need in their new jobs

• Follow up education with assessment in the workplace and ongoing

coaching and support until the people can 'stand on their own two

feet'.

• To make this approach work, the people being trained should first be

assessed both for aptitude, ability to learn and motivation


First Steps

• Make the first steps of change particularly easy. Make them the most

obvious thing to do. Then make the next steps easy; so small and

easy takes away all reasonable objections to enacting it.

• Keep the people focused on the next steps. Before long, they will

have climbed a mountain.

Involvement

• Get the affected stakeholders involved in the discussions and

implementation of the change.

• Give them things to do. They can help to sell the change to skeptics

• Target those whose cooperation is key to successful implementation;

make them a part of the Team for planning and implementation

Other Transition Techniques (K. Lewin)

Shift-and-Sync – Implement changes, evaluate for functionality,

then move to the next change. Small changes are punctuated with

pauses to resynchronize and realign.

Spill and Fill - Executing the change in a tapered way, moving a few

people over at a time. Move in planned phases of activity, proving each

new part before you move people over to the next phase.

Stepwise Change - Have clear steps in the change. Break the work

into distinct packages and talk about each separately. Communicate

about the change not as a single, monolithic entity, but as a set of

activities, each of which gains specific value.

Refreezing the Status Quo (K. Lewin)

• Establishment and firming of a new status quo

• Institutionalize the new system (of the desired state) so

that people might not revert back to the old ways

• The purpose of this phase is to stabilize the new learnings

• Refreezing may be a slow process, as transitions seldom

stop cleanly

Refreezing Techniques (K. Lewin)

Burning Bridges

• Ensure there is no way back to previous ways of working.

• Removing any method by which people can go back.

• For e.g. deleting an old software from the system, thus

forcing people to use the new software.

Evidence Stream

Providing a steady stream of evidence to demonstrate that

the change has happened and is successful.

• Dispatch regular and predictable streams of communication

• Regularly show progress; demonstrate either solid progress

against plan or robust action to address any slippage


Golden handcuffs

• Keep valuable employees motivated to stay by putting significant

benefits in their middle-term future

• Especially important during acquisitions where key expertise are

desired to be kept

• When loyalty and the joy of the job are not enough to keep people,

then they may need some financial or other rewards. The promise of

future reward may be enough to keep them engaged


• Institutionalization

Make changes stick by building them into the formal fabric

of the organization, for example:

• Make them an organizational standard, building them into the

systems of standards.

• Put them or aspects of them into the primary strategic plan.

• Build them into people personal objectives.

• Ensure people are assessed against them in personal reviews.

After a while, institutionalized items become so entrenched, people

forget to resist and just do what is required, even if they do not agree

with them.


• New challenge - Maintain people‟s interest in a change by giving them new challenges

that stimulate them and keep them looking to the future.

• Rationalization Trap – Obtain buy-in for the new status quo. Make a case for the new paradigm by getting employees to undertake trivial assignments which gradually increases to significant things.

• Reward Alignment - When you make a change, ensure that you align the reward system with the changes that you want to happen. For eg. company wants to increase teamworking. To support this, they remove individual bonuses and only give bonuses for team success

• Rites of Passage - When a change is completed, celebrate with a party or some other ritualized recognition of the passing of a key milestone.

• Socializing - Seal changes by building them into the social structures. Give social

leaders prominent positions in the change. When they feel ownership for it, they will talk about it and sell it to others.

Discussion

Describe the personality of your organization and discuss

the model you think is best to implement a significant

metamorphosis.

CHANGE

MANAGEMENT MGMT 3065 (MS 32D)

Mona School of Business and Management

Facilitator: Howard R. Henry

Week 11 – Implementation Pt. 2

Managing Transitions (William Bridges)

Change vs. Transition (Bridges)

• Change is situational and happens without people transitioning

• Transition is psychological and is a 3 phase process where people

gradually accept the details of the new situation and the changes that

come with it

Managing Transitions (William Bridges)

• Phase 1: The Ending Phase - “Letting Go”

• Disengagement

• Disidentification

• Disenchantment

• Mark endings

• Acknowledge subjective loss

• Accept signs of grieving

• Compensate for losses

• Inform people

Considerations for Ending Phase

Consider what they are letting go of:

• – How happy are they with the way things are?

• – What behaviors are being rewarded now that will change or need to change?

• – How can we get employees to embrace the change, eliminate their fear and develop a new identity and sense of purpose in it?

• – What communication and strategies are needed to get them there?

Encouraging Endings

When encouraging people to “let go”:

• – Describe change in as much detail as possible

• – Identify the ripple effects of change

• – Identify who has to let go of what

• – Notice intangible losses

• – Notice whether there‟s something over for everyone

Endings - Accept Subjective Losses

Acknowledge losses openly and sympathetically!

• If you don‟t it will stop open dialogue and you won‟t learn

more from them

• Loss is subjective, your point of view is irrelevant

• They‟ll think you don‟t care about what they think or feel if

you force your opinion

Managing Organisational Transitions

• Phase 2: “The Neutral Zone”

• Disorientation

• Disintegration

• Discovery

• Use metaphor

• Use temporary systems

• Strengthen connectedness

• Foster creativity

Dangers of Neutral Zones

• Anxiety rises & motivation falls. People become:

• – Resentful and protective

• – Self-doubting

• – Less productive

• – Absent more often

• People are overloaded, mixed signals and confusion are

high, important tasks go undone, turnover is high

• People become polarized - some rush forward, others

stay back and hang on

• Old weaknesses re-emerge

• The organization becomes vulnerable to competition

Managing Neutral Zones

People can deal with understandable change if its part of

the bigger one. Unrrelated, unexpected changes may be

the straw that will break the camel‟s back.

• Review policies and procedures • Develop temporary roles

• Set short term goals so people feel achievement

• Don‟t overpromise output during this time

• Set the bar low and celebrate small wins

• Provide training on teamwork, problem solving, etc.

• What can consultants and leaders to do spark creativity in

the Neutral Zone?

Managing Organisational Transitions

• Phase 3: The New Beginning

• Give People 4 P‟s • Purpose - explain why

• Picture - share vision of how it will look and feel

• Plan - lay out a detailed, step-by-step plan

• Part - give people a part to play in the transition and the new

beginning.

• Reinforce the New Beginning • Be consistent

• Celebrate successes

• Symbolise the new identity

Managing the New Beginning

• Be consistent

• Ensure quick successes

• Symbolize new identity

• Celebrate successes

Leadership during Transitions

• Be accessible

• Be visible

• Reinforce the Vision

• Be truthful

• Be bold

• Emotional Intelligence

Skills for Managing Transition

Research suggests that for those implementing a change

programme there are three inter - related skills categories

which managers need to possess in order to promote

effective change. These are:

1. Transformative

2. Mental Skills

3. Empathy and understanding of feelings


• Transforming skills where managers need to be able to

create a supportive risk-taking environment, have self-

awareness and self-confidence. They will need to possess

the ability to share the benefits that the change will bring

and the journey needed to undertake this through

visualization techniques.


• Mental skills will require managers to think holistically

and help others to see the “big picture”. These managers

will be able to work with rules of thumb based on action

learning.

Action Learning is an educational process whereby people work and learn together by

tackling real issues and reflecting on their actions. Learners acquire knowledge through

actual actions and practice rather than through traditional instruction


• Managers in a change environment will be required to

have the “ softer ” skills of empathy and understanding

of feelings . Often these will be witnessed through the

use of symbols, analogies and metaphors to relate to the

change process and will need the ability to tolerate stress

and resist confronting every issue. These skills demand

use of both left and right side brain techniques.

Summary

• Change moves the organisation from its current state to a desired future state

• Change approaches must be tailored to the needs of the situation (scale of change, acceptance of change, leadership style)

• Lewin‟s 3 Step Model is particularly useful for organizations described metaphorically as Organism or Machine. • unFreeze >> Change >> reFreeze.

• William Bridges opined that Change involve physical movements, while Transition is more psychological and is actually a slower process. • Ending Phase >> The Neutral Zone >> The New Beginning

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